Sample Job Description for the Chief Executive Officer
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Executive Director
JOB TITLE: EXECUTIVE DIRECTOR CLASSIFICATION: EXEMPT STATUS: FULL-TIME DEPARTMENT: EXECUTIVE REPORTS TO: BOARD OF DIRECTORS Current as of: POSITION SUMMARY The Executive Director serves as the Chief Staff Executive of the Association and the Corporate Secretary to the Board of Directors and the Association. In these capacities, the Executive Director recommends and participates in the development of plans and programs and in formulating policy; conceptualizes the Association’s entry into new areas of endeavor and prepares working documents for the use of the Board of Directors; implements the mission, goals and policies; provides support and direction to the Board of Directors, the Section & Division Chairs and the Circuit Vice Presidents; oversees Chapter relations, support and outreach; and supervises the Association’s day to day operations. The Executive Director also serves in the role of a chief operating officer and the chief financial officer of the Association and the principal contact with the Association’s General Counsel and Government Relations Counsel. Additionally, the Executive Director organizes, directs, coordinates and has full authority over the administration of the National Office of the Association, including staff organization and delegation of individual responsibilities. MAJOR DUTIES AND RESPONSIBILITIES MEMBERSHIP The Executive Director is responsible for ensuring that the Association serves the needs and interests of the Federal Bar Association membership pursuant to the FBA Mission Statement, Vision, and the Association’s Constitution and Bylaws and as directed by the Board of Directors, which is the primary policy-setting body of the Association. The Executive Director ensures that the programs, activities, and services of the Association directly benefit the members and their professional well-being. -
Official Job Description: Director, Business Services
Ohlone Community College District January 2013 DIRECTOR, BUSINESS SERVICES DEFINITION: Under administrative direction and reporting to the Vice President of Administrative Services, to plan, organize and supervise the operations and staff of the college's business office including accounting, budgeting, finance, and payroll; to manage and perform responsible professional accounting tasks including maintenance of the general ledger, preparation of financial reports and records, reconciliation of a variety of accounts, and cash flow analysis; to direct the development, preparation and monitoring of the college's budgets; and to perform related duties as assigned. DISTINGUISHING CHARACTERISTICS: This is a single position management classification accountable for the college's accounting, budgeting, finance and payroll functions, and supervising or personally performing a variety of responsible professional accounting work. The position maintains sufficient independence from other offices to insure integrity of financial responsibilities. ESSENTIAL DUTIES: The following duties are typical of those performed by employees in this job title. However, employee may be directed to perform other related duties. · Develops and implements departmental goals and policies, staffing levels, and administers policies and procedures in accordance with Board regulations; · Plans, organizes, schedules, supervises/directs and evaluates the work of all classified business team members in accounting, budgeting, payroll and finance; · Monitors all district budgets -
JOB DESCRIPTION Executive Director (Talent Management)
JOB DESCRIPTION Executive Director (Talent Management) DIVISION: Human Resources GRADE: 140 DEPARTMENT: Talent Management WORK DAYS: Annual REPORTS TO: Chief Human Resource Officer FLSA STATUS: Exempt POSITION SUMMARY • The Executive Director (Talent Management), under the leadership of the Deputy Chief Human Resources Officer, leaDs anD oversees the HR Talent Management Organization. • This position partners with senior HR leadership to aid in the development and implementation of District wiDe HR strategies. • Oversees the work and outcomes of Talent Management Team. MINIMUM REQUIREMENTS EDUCATION: • Bachelor’s required. • Master’s preferred. CERTIFICATION/LICENSE: • PHR, SPHR, School Leadership preferred. WORK EXPERIENCE: 5 years of experience in HR leadership, public sector leadership, or school leadership. Experience in a K-12 Environment preferred. Experience working in an Urban School District preferred. KNOWLEDGE, SKILLS & ABILITIES Excellent written, oral, and interpersonal communication; listening. Ability to coach anD Develop others. Deep Knowledge of HR best practices. ESSENTIAL DUTIES • Participates in setting HR strategy, maintaining and communicating HR governance, and measuring and communicating success measures. • Manages the HR Talent Management Organization, activities anD staff, providing leaDership in the attraction, development, coaching, and rewarding of HR Talent Staff. • Works directly with the CHRO, HR Leadership team and other departments in annual workforce planning activities to ensure effective and timely staffing and alignment to the district’s budget. • Develops, manages, and monitors the recruitment, hiring, onboarding, offboarding, certification management, position management, and substitute services strategic plans for the district. • Identifies key leadership talent gaps and talent strategies to close the gaps. • Actively leads and provides subject matter expertise for large scale change initiatives and/or special projects that involve Talent Management. -
From Stretched to Strengthened
The illustration on the cover of this report represents more than 1,700 Chief Marketing Officers (CMOs) who spoke with IBM as part of this study. Each facet represents approximately 23 participants and the colours on the front cover represent the three imperatives identified in our analysis: deliver value to empowered customers; foster lasting connections; and capture value, measure results. For more information, please turn to page 9. This study is based on face-to-face conversations with more than 1,700 CMOs worldwide. Jon Iwata Senior Vice President, Marketing & Communications IBM Corporation Letter from IBM’s Senior Vice President, Marketing & Communications 3 A note to fellow CMOs All of us are aware of the forces changing business and markets today. But it is not so easy to see what the marketing profession is turning into in response. To understand this, IBM undertook our first-ever Global CMO Study. We aimed for 1,000 participants. More than 1,700 CMOs from 64 countries spoke face to face with us for an hour. We believe it is the largest survey of its type ever conducted. It clearly speaks to a broad awareness of how our roles have evolved over the past decade. What did we find? Interestingly, your perspectives are in line with your colleagues across the executive suite. We know, because we have conducted more than 15,000 interviews with Chief Executive Officers (CEOs), Chief Financial Officers (CFOs), Chief Information Officers (CIOs), CHROs and CSCOs over the past seven years, as part of our C-suite research programme. Like CEOs, you told us that market and technology factors are the two most powerful external forces affecting your organisation today. -
Leading a Nonprofit Organization: Tips and Tools for Executive Directors and Team Leaders TABLE of CONTENTS
STRENGTHENING NONPROFITS: A Capacity Builder’s Resource Library Leading a Nonprofit Organization: Tips and Tools for Executive Directors and Team Leaders TABLE OF CONTENTS INTRODUCTION ........................................................................................................................................ 3 OVERVIEW ................................................................................................................................................. 4 OPERATIONAL RESPONSIBILITIES OF THE EXECUTIVE DIRECTOR ....................................................... 4 Becoming an Executive Director .............................................................................................................................................. 4 Designing, Developing, and Implementing Strategic Plans .......................................................................................... 5 Hiring, Managing, and Retaining Staff ................................................................................................................................... 6 Working with a Board of Directors .......................................................................................................................................... 8 Financial Management and Fundraising .............................................................................................................................. 9 LEADING TEAMS .................................................................................................................................... -
Chief Marketing Officer & Senior Vice President for Strategic Engagement
Chief Marketing Officer & Senior Vice President for Strategic Engagement Position Description Under the general direction of the Chief Executive Officer, the CMO/SVP will oversee the development and delivery of the marketing and communications strategy for the V Foundation. The CMO/SVP will collaborate to develop opportunities that drive substantial growth in awareness, relevance, reach, and revenue. The individual will organize a vision for programming delivery and evaluation in partnership with the V Foundation’s executive team and Board of Directors. The CMO/SVP will work cross-functionally to understand and drive the revenue and engagement needs and goals of the organization, as well as develop and help execute an integrated marketing, communications, and fundraising plan. The CMO/SVP will lead the organization to adopt a best-practice mentality for the use of data, research, metrics, and analytics to drive sophisticated and robust stakeholder engagement. The successful candidate will be goal-oriented, inquisitive, creative, mission-driven, and a collaborative team player who can unlock potential to achieve transformational results. The CMO/SVP will possess the ability to enhance assets and the connection with core brand partners— including with our founding partner, ESPN—to add value across the relationships. The CMO/SVP will be a core member of the leadership team, accelerating the organization to achieve $100M in annual revenue. To achieve success, the CMO/SVP will oversee a team of 10-plus staff and advise the V Foundation on the appropriate resource requirements to advance a sophisticated and impactful integrated marketing and communications program. The individual will help develop our vision to initiate a partnership platform to grow transformational partnerships that achieve shared objectives and ensure sustainable, diversified revenue. -
Executive Director – Talent Development
GUILFORD COUNTY SCHOOLS JOB DESCRIPTION JOB TITLE: EXECUTIVE DIRECTOR – TALENT DEVELOPMENT GENERAL STATEMENT OF JOB Under limited supervision, performs leadership and responsible development work to carry out school system mission and goals related to a wide variety of human resources development programs and activities. Work involves developing and/or coordinating Mission Possible, Cumulative Effect, Lateral Entry Training and Development, Value Added Data, School Executive Evaluations and Administrative Cohorts. Work further involves providing oversight for these functions and ensuring that various HR reports and data requests (quarterly TIF grant evaluation reports, annual TIF progress report, annual CECR report, performance incentive reports, etc.) are completed as mandated by the BOE, the Superintendent, and/or state and federal agencies. Position supervised and provides guidance and direction for a staff consisting of a Data Manager and two Lateral Entry Specialists engaged in the daily operational duties of the department. Reports to the Chief Human Resources Officer. SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS Provides leadership and guidance for Human Resources Talent Development programs and initiatives including but not limited to Mission Possible, Cumulative Effect, Lateral Entry, GCS ACT, Administrative Cohorts, School Executive Evaluations and Value Added Data. Coordinates with the Finance Department the budgeting process for timely and accurate implementation of approved budgetary directives; responds to requests for information and/or assistance from the BOE, the Superintendent, site based administrators and other school system personnel. Coordinates with the Human Resources Operations Department and Payroll department to determine salary incentives of employees and the payment of these and performance incentives in line with federal grant regulations. -
The Entrepreneur's Guide to Doing Business in the Music Industry
THE ENTREPRENEUR’S GUIDE TO DOING BUSINESS IN THE MUSIC INDUSTRY by Gian Fiero Copyright 2005 by Gian Fiero All rights reserved. No part of this guide may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing by the author. ii iii Acknowledgements To all of my clients and the artists I’ve represented over the past 10 years: Thanks for choosing me when you have so many choices. I never forget that your trust in me is more valuable than any service I could ever offer. To my associates in Northern & Southern California: Thanks for the inspiration, encouragement, and support. iv v TABLE OF CONTENTS The Purpose of This Guide ...................................................................................... 1 Definition & Overview of This Guide....................................................................... 5 The Real Cash Cows of the Music Industry .........................................................11 Advice for the Potential Record Label Owner.......................................................15 Advice for Music Producers ...................................................................................19 Playing a Different Tune as a Music Artist ..........................................................23 Taking the Right Angle to Get a Deal ...................................................................29 Approaching Investors ...........................................................................................33 -
Timken.Com: Board of Directors General Policies and Procedures
2019 EXHIBIT A THE TIMKEN COMPANY BOARD OF DIRECTORS GENERAL POLICIES AND PROCEDURES The primary duty of the Board of Directors (the “Board”) is to promote the best interests of the Company through overseeing the management of the Company’s business and affairs. In doing so, the directors must consider the interests of the Company’s shareholders. These guidelines have been adopted to facilitate execution of this responsibility and will be reviewed annually by the Nominating and Corporate Governance Committee of the Board. Director Responsibilities In discharging their obligations, directors are entitled to rely on the honesty and integrity of the Company’s senior executives and its outside advisors and auditors. Board members are expected to review meeting materials in advance, to attend and participate in all Board meetings and meetings of Board committees on which they serve and to devote the time necessary to discharge their responsibilities appropriately. Directors are required to abide by the Company’s Standards of Business Ethics Policy. The Nominating and Corporate Governance Committee will oversee an annual self-evaluation of the Board to determine whether it and its committees are functioning effectively. Director Selection Selection of Nominees. The Nominating and Corporate Governance Committee is responsible for recommending candidates for Board membership to the Board. General criteria for nomination of director candidates include, but are not limited to, the highest standards of integrity and ethical behavior, the ability to provide wise and informed guidance to management, a willingness to pursue thoughtful, objective inquiry on important issues before the Company, and a range of experience and knowledge commensurate with the Company’s needs as well as the expectations of knowledgeable investors. -
Download Corporate Governance Guidelines
CORPORATE GOVERNANCE GUIDELINES The business of Bristol-Myers Squibb Company (the “Company”) is managed under the direction of the Board of Directors pursuant to the Delaware General Corporation Law and the Company's Bylaws. It has responsibility for establishing broad corporate policies and for the overall performance of the Company. The Board selects the senior management team that is responsible for the day-to-day operations of the Company and for keeping the Board advised of the Company's business. The Board acts as an advisor and counselor to senior management and ultimately monitors its performance. UComposition and Structure of the Board 1. Size of the Board. The Board in recent years has had between 10 and 12 members. This range permits diversity of perspectives and experience without hindering effective discussion. However, the Board is prepared to increase its membership if the Board deems it advisable, for example to bring new or specialized skills and talent to the Board. 2. Board Membership Criteria. The Committee on Directors and Corporate Governance is responsible for reviewing with the Board, on an annual basis, the appropriate criteria for membership to the Board. Generally, non-employee directors should be persons with broad experience in areas important to the operation of the Company such as business, science, medicine, finance/accounting, law, business strategy, crisis management, corporate governance, education or government and should possess qualities reflecting integrity, independence, leadership, good business judgment, wisdom, an inquiring mind, vision, a proven record of accomplishment and an ability to work with others. The Board believes that its membership should continue to reflect a diversity of gender, race, ethnicity, age, sexual orientation and gender identity. -
Director Education Catalog DID YOU KNOW? I Have Learned So Much Through the NRECA Courses of the 7,200* Directors Nationwide: That I Have Taken
cooperative.com/learning • cooperative.com/learning Published February 2021 Director Education Catalog Chart Your Course for Professional Development! NRECA Director NRECA Director Education Highlights Education provides you with the Director Competencies full spectrum of NRECA has developed a set of competencies that address education you need the knowledge, skills and abilities necessary for any member of the board to govern their co-op effectively. to govern your See page 7 or visit cooperative.com/dircompetencies co-op successfully— for more information. from the first day in your position, to the Director Community Looking for a place to connect with director peers from time you leave the co-ops across the country? The cooperative.com based board. No matter online Directors Community is just the place. Follow these five easy steps to join: your tenure, NRECA 1. Log on to cooperative.com offers education 2. Click on MENU in the upper left. that is relevant 3. Click on "People and Networking." 4. Click on "Professional Communities." to your role. 5. Select “Directors Community” – request to join Online Learning NRECA's online learning portfolio covers a wide range of topics, employs a variety of interactive learning techniques and are available in a variety of formats. Visit cooperative.com/online for more information. Why Choose Us? We Know Co-ops. Contents NRECA offers a wide range of co-op specific education programs you need to effectively lead your co-op. 2-3 Director Certificate Programs Overview • Our programs feature co-op specific case studies, examples and discussions. 4-5 My Education Action Plan • Our instructors are not only experts in their fields, but average more than 20 years of co-op experience. -
Second Vice-President
SECOND VICE-PRESIDENT I. Purpose The Second Vice-President shall assume the position of First Vice-President of the Association for the year following his/her term as Second Vice-President. Article VI, Section 3. II. Personnel A. Selection: As provided in Article IV, Section 1A, Section 2, and 3 of the By Laws. B. Vacancies: As provided by Article VI, Section 10, Vacancies III. Duties & Responsibilities A. Shall attend all business meetings of the Association, and all meetings of the Executive Committee, the Board of Directors. B. Shall perform other duties as assigned by the President. C. Shall coordinate the work of the Sections. D. Shall know the By-Laws and Manual of Procedures. E. Shall understand the procedures of Robert’s Rules of Order. F. As overseer of the Association Sections, shall assist Sections in obtaining goals, such as: 1. increasing membership 2. holding workshops and educational sessions 3. raising funds for Association and Region 4. conducting special events 5. holding elections as designated in By-Laws TREASURER I. Purpose The Treasurer shall keep or cause to be kept, full and accurate accounts of receipts and disbursements of the Association and shall have custody of all funds and securities of the Association, and shall prepare an annual fiscal budget. (Article VI, Section 5). II. Personnel A. Selection: As provided in Article IV, Section 1A, Section 2 and Section 3 of the By- Laws. B. Coordinate with the President and Executive Director in designating an Assistant Treasurer whose purpose is to assist in the disbursements of the Association. C.